21 composite nanocoatings
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21 composite nanocoatings
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21 composite nanocoatings
- Composite Nanocoatings Eric Loth Principal Investigator Team 21 Adam Steele Entrepreneurial Lead Bob Hergenrother I-Corps Mentor Nanocomposite Coatings for Medical Devices with more lubricity for less money Joram Slager # of new customer/contact Mentor & Coating Expert Total meetings 102 25
- Composite Nanocoatings The framework we suggest is: • Slide 1 – Team Name, with a few lines of what your initial idea was and the size of the opportunity • Slide 2 – Team members – name, background, expertise and your role for the team • Slide 3 - Business Model Canvas Version 1. Here was our original idea. • Slide 4 - So here’s what we did (explain how you got out of the building) • Slide 5 – So here’s what we found (what was reality) so then, … • Slide 6 - Business Model Canvas Version 2. We iterated or pivoted… explain why and what you found. • Slide 7 - So here’s what we did (explain how you got out of the building) • Slide 8 – So here’s what we found (what was reality) so then… • Slide 9 – Business Model Canvas Version 3. We iterated or pivoted… explain why and what you found. • Slide 10 – etc etc etc... • Somewhere in your slide deck, you need to touch on the following.. • Market Size diagram • Customer Archetypes diagram - fig 4.3, all the key things about the customer • Customer Workflow diagram • Distribution Channel Diagram • Competitive Players • Revenue Model diagram
- Composite Nanocoatings Customer Discovery Rolls Royce :: icing turbine blades Anti-icing AREVA :: icing wind turbine blades Gates :: fluid power lines Less ΔP Nitta :: fluid transfer tubes Boeing :: insect fouling Fouling Navy :: salt water bio-fouling Lightsail :: preventing liquid films on heat transfer elements Starkey :: hearing aid wax buildup SIPS :: moisture on structurally integrated panels Sauer-Danfoss :: fluid pumps Lubricity Surmodics :: lubricious medical devices
- Composite Nanocoatings Customer Discovery ✘ Rolls Royce :: icing turbine blades Anti-icing ✘ AREVA :: icing wind turbine blades ✘ Gates :: fluid power lines Less ΔP ✘ Nitta :: fluid transfer tubes ✘ Boeing :: insect fouling Fouling ✘ Navy :: salt water bio-fouling ✘ Lightsail :: preventing liquid films on heat transfer elements ✘✘ Starkey :: hearing aid wax buildup SIPS :: moisture on structurally integrated panels Lubricity ✘ Sauer-Danfoss :: fluid pumps Surmodics :: lubricious medical devices
- Day Mont No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Surmodics Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Consolidate the Our Distribution Channels? Customer Relationships? Revenue streams? Added dry lubricity to Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Collaborative Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? Medical catheter Who are our most important customers? university IP and inner lumen of relationship companies How costly are they? UVA Medical Center determine strength catheters for easy device deployment Possible training for Medical stent UVA Patent Solidify know-how coating application companies Foundation of applying coating Added wet lubricity to outer surface of Laparoscopic catheters for smooth device introduction companies What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Coating engineers Our Distribution Channels? Customer Relationships? Revenue Streams? Improved Conferences and want to be reached? How are we reaching them now? How are our Channels integrated? Satellite expos Which ones work best? hemocompatibility for Which ones are most cost-efficient? How are we integrating them with customer routines? companies PI with university extended duration of tech transfer depts. devices Professional Artistic effects network Simplified university Exterior paint license companies What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Most important current cost is time and salary Which Key Resources are most expensive? Which Key Activities are most expensive? A licensing model based on a combination of IP and For what do they currently pay? How are they currently paying? How would they prefer to pay? know-how How much does each Revenue Stream contribute to overall revenues? R&D to obtain know-how Additional materials and coating equipment sale Licensing fees from IP consolidation This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
- Day Mont No. ✘ Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Surmodics Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Consolidate the Our Distribution Channels? Customer Relationships? Revenue streams? Added dry lubricity to Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Collaborative Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? Medical catheter Who are our most important customers? university IP and inner lumen of relationship companies How costly are they? UVA Medical Center determine strength catheters for easy device deployment Possible training for Medical stent ✘ UVA Patent Solidify know-how coating application companies Foundation of applying coating Added wet lubricity to outer surface of Learned we don’t Laparoscopic catheters for smooth need super device introduction performance companies ✘ What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Coating engineers Our Distribution Channels? Customer Relationships? Revenue Streams? Improved Conferences and want to be reached? How are we reaching them now? How are our Channels integrated? expos Which ones work best? hemocompatibility for Which ones are most cost-efficient? How are we integrating them with customer routines? PI with university extended duration of ✘ tech transfer depts. devices Professional network Simplified university license What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Most important current cost is time and salary Which Key Resources are most expensive? Which Key Activities are most expensive? A licensing model based on a combination of IP and For what do they currently pay? How are they currently paying? How would they prefer to pay? know-how How much does each Revenue Stream contribute to overall revenues? R&D to obtain know-how Additional materials and coating equipment sale Licensing fees from IP consolidation This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
- Day Mont No. Need to focus due ✘ to varying needs Who are our Key Partners? Consolidate univ. IP & What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer Medicalvalue? Who are our most important catheter For whom are we creating Surmodics Who are our key suppliers? Our Distribution Channels? Teflon liners are Which one of our customer’s problems are we helping to solve? Collaborative Segments expect us to establish and maintain with them? customers? determine strength - Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? expensive and How are they integrated with the rest of our business model? companies relationship How costly are they? no license deal monopolized. We have a UVA Medical Center possible without better alternative: Endoscopic Possible training for crystal clear IP inexpensive, easier-to- catheter UVA Patent coating application use, same-or-better companies Foundation Solidify know-how of performance applying coating Pacemaker-lead Endoscopic catheters catheter cause pain for patients companies What Key Resources do our Value Propositions require? and require an extra Through which Channels do our Customer Segments Coating engineers Our Distribution Channels? Customer Relationships? Revenue Streams? doctor to lubricate; we Conferences and want to be reached? How are we reaching them now? How are our Channels integrated? expos Which ones work best? Non-stick can simplify the Which ones are most cost-efficient? How are we integrating them with customer routines? PI with university procedure. cookware companies ✘ tech transfer depts. Professional No license deal possible network without crystal clean IP... Medical stent & Not a value prop Composite Nanocoatings laparoscopic will provide licensable IP device companies What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Most important current cost is time and salary Which Key Resources are most expensive? Which Key Activities are most expensive? A licensing model based on a combination of IP and For what do they currently pay? How are they currently paying? How would they prefer to pay? know-how How much does each Revenue Stream contribute to overall revenues? R&D to obtain know-how Additional materials and coating equipment sale Licensing fees from IP consolidation This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
- Day Mont No. Who are our Key Partners? Consolidate univ. IP & What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer Endoscopic For whom are we creating value? ✘ Surmodics Who are our key suppliers? Our Distribution Channels? Teflon liners are Which one of our customer’s problems are we helping to solve? Collaborative Segments expect us to establish and maintain with them? Who are our most important customers? determine strength - Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? expensive and How are they integrated with the rest of our business model? catheter relationship How costly are they? no license deal monopolized. We have a companies UVA Medical Center possible without better alternative: Possible training for crystal clear IP inexpensive, easier-to- Pacemaker-lead UVA Patent coating application use, same-or-better catheter Foundation Solidify know-how of performance companies applying coating ✘ ✘ Endoscopic catheters cause pain for patients What Key Resources do our Value Propositions require? and require an extra Through which Channels do our Customer Segments Coating engineers Our Distribution Channels? Customer Relationships? Revenue Streams? doctor to lubricate; we Conferences and want to be reached? How are we reaching them now? How are our Channels integrated? Expos Which ones work best? can simplify the Which ones are most cost-efficient? How are we integrating them with customer routines? PI with university procedure. tech transfer depts. Professional network Not channels Not value props What are the most important costs inherent in our business model? Most important current cost is time and salary Which Key Resources are most expensive? Which Key Activities are most expensive? ✘ For what value are our customers really willing to pay? A licensing model based on a combination of IP and For what do they currently pay? How are they currently paying? ✘ How would they prefer to pay? know-how How much does each Revenue Stream contribute to overall revenues? R&D to obtain know-how Additional materials and coating equipment sale Licensing fees from IP consolidation This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
- Day Mont No. Who are our Key Partners? Consolidate univ. IP & What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer Medicalvalue? Who are our most important catheter For whom are we creating Surmodics Who are our key suppliers? Our Distribution Channels? A Composite Which one of our customer’s problems are we helping to solve? Collaborative Segments expect us to establish and maintain with them? customers? determine strength - Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? Nanocoating is a cheaper How are they integrated with the rest of our business model? companies using relationship How costly are they? no license deal and easier-to-use Teflon inner liners UVA Medical Center ✘ possible without alternative to Teflon Possible training for crystal clear IP catheter liners GI endoscopic UVA Patent coating application catheter Foundation ✘ Solidify know-how of A Composite Learned not a big companies applying coating Nanocoating reduces cost and improves enough problem Pacemaker-lead patient comfort in GI catheter What Key Resources do our Value Propositions require? endoscopic procedures Licensenow?Customer Segments Through which Channels do our to coating Coating engineers Our Distribution Channels? Customer Relationships? want to be reached? companies using catheters Revenue Streams? How are we reaching them companies and How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? device companies How are we integrating them with customer routines? PI with university A Composite Implant tech transfer depts. directly companies lead Nanocoating can make implant lead extraction extraction much less dangerous Direct sales: materials & equipment What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Most important current cost is time and salary Which Key Resources are most expensive? Which Key Activities are most expensive? Materials and coating equipment sales for immediate For what do they currently pay? How are they currently paying? How would they prefer to pay? revenue during build-test stage How much does each Revenue Stream contribute to overall revenues? R&D to obtain know-how A licensing model based on a combination of IP and Licensing fees from IP consolidation know-how for sustainable revenue This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
- Day Mont No. Surmodics ✘ ✘ Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? UVA Medical Center Consolidate univ. IP & What Key Activities do our Value Propositions require? Our Distribution Channels? determine strength - Customer Relationships? Revenue streams? no license deal possible without What value do we deliver to the customer? A Composite Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Nanocoating is a cheaper and easier-to-use alternative to Teflon What type of relationship does each of our Customer Collaborative Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? relationship How costly are they? Medicalvalue? Who are our most important catheter For whom are we creating companies using Teflon inner liners customers? ✘ Possible training for crystal clear IP catheter liners Pacemaker-lead UVA Patent coating application catheter Foundation Build prototype! A Composite Nanocoating companies can make implant lead Should be long- extraction much less Medical implant term activities dangerous companies What Key Resources do our Value Propositions require? Coating engineers Our Distribution Channels? Customer Relationships? Revenue Streams? Licensenow?Customer Segments Through which Channels do our want to be reached? How are we reaching them to coating companies and How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? device companies How are we integrating them with customer routines? PI with university tech transfer depts. directly Biomed labs at Direct sales: materials Surmodics & equipment What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Most important current cost is time and salary Which Key Resources are most expensive? Which Key Activities are most expensive? Materials and coating equipment sales for immediate For what do they currently pay? How are they currently paying? How would they prefer to pay? revenue during build-test stage How much does each Revenue Stream contribute to overall revenues? R&D to obtain know-how A licensing model based on a combination of IP and Licensing fees from IP consolidation know-how for sustainable revenue This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.